Ohio Family Courts - Supreme Court of Ohio and the Ohio Judicial
Ohio Department of Public Safety Bureau of Motor...
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SIMPLER. FASTER. BETTER. LESS COSTLY. lean.ohio.gov SIMPLER. FASTER. BETTER. LESS COSTLY. lean.ohio.gov Ohio Department of Public Safety Bureau of Motor Vehicles BMV Remittance Processing February 22 – 26, 2016
Transcript of Ohio Department of Public Safety Bureau of Motor...
SIMPLER. FASTER. BETTER. LESS COSTLY. lean.ohio.govSIMPLER. FASTER. BETTER. LESS COSTLY. lean.ohio.gov
Ohio Department of Public SafetyBureau of Motor Vehicles
BMV Remittance ProcessingFebruary 22 – 26, 2016
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How Did We Get Here?
• September 2014, manpower was reduced due to mass retirement
• Mistakes were made that touched customers
• 642 overtime hours were spent by the agency
• 38% manpower loss
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A Different View
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• What is the first step in the process?– Our process begins with sorting of mail
• What is the final step in the process?– Our process ends with 3 separate, concurrent process steps:
• Issue registrations• Update suspension link• Issue dealer license
Event Scope
Issue registrations
Update suspension link
Issue dealer license
Sorting of Mail
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Process Improvement Goals
Reduce the number of
“rework” hours by 50%
Reduce dealer
licensing processing
time from 2.5 to 1.5
days
Reduce citizen
turnaround time from
3.25 to 2.25 days
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Event Baseline Data
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Event Baseline Data
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• Customer focused
• Right people changing the process
• One week-quick and action oriented
• Necessary resources available immediately
• New process implementation begins next Monday
Change for the Better
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Day One• Level setting• Scope of event• Stakeholder identification• Gemba Walk• Current state mapping
Day One• Level setting• Scope of event• Stakeholder identification• Gemba Walk• Current state mapping
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Day Two• Finish current state
mapping• Waste identification• Value added discussion• Lean Six Sigma training
Day Two• Finish current state
mapping• Waste identification• Value added discussion• Lean Six Sigma training
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Day Three• Brainstorming• Analysis• Problem solving• Process redesign
Day Three• Brainstorming• Analysis• Problem solving• Process redesign
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Day Four• Future State Process• Discussion and
consensus• Implementation planning• Details
Day Four• Future State Process• Discussion and
consensus• Implementation planning• Details
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Today - Day Five• More implementation
planning• Celebration• Sharing results
Today - Day Five• More implementation
planning• Celebration• Sharing results
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Current State
Process Steps 173
Decision Points 115
Handoffs 45
Loopbacks 37
69 Points of Waste
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Current vs Future
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Summary Scorecard
Measure Current Level NEW Change
Process Steps 173 47 73%
Decision PointsHandoffs &Loopbacks
1154537
17181
85%60%97%
Process Lead Time
3.9 days – 339 days 7.4 hrs – 8.05 hrs
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Simpler
• Fewer forms used in process
• Customer-friendly forms
• Fewer loopbacks
• Improved correspondence tracking
• Right people doing right part of the process
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Faster
• Less travel
• Fewer touches in process
• Less handoffs
• Customer processed faster
• Fewer delays
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Better
• Fewer rejects
• More time doing value-added work
• Less redundant auditing
• Quality Assurance moved to beginning of process
• More accountability
• Improved overall communication
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Less Costly
• 4,435 redirected hours per year
• $8,774.29 annual cost savings– postage, paper and
envelopes
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• Communication
• Training
• Form/Envelope Revisions
• Implementation Plans – Mail Center & Research
• IT Integration
• Metrics/Dashboard
Action Registers
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Communication Plan
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Training Plan
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Form/Envelope Revisions
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Implementation Plans –Mail Center and Research
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IT Integration
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Metrics/Dashboard
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Special Thanks to…
Senior Leadership:Director John BornAssistant Director Joe MontgomeryMark Gibson, Policy ChiefRegistrar Don PetitCurtis Mayhew, Chief of Staff
Sponsor: Team Leader:Kathleen Corrigan Wanda Freeman-Dixon
Facilitators:Kevin Palicki Scot BurbacherPatrick Wilson Christine Vincenty (Special Notice)
